Barriers to E-Commerce Adoption: Why are SMEs Staying Away from E-Commerce?
01 Jan 2007-pp 129-159
About: The article was published on 2007-01-01. It has received 3 citations till now. The article focuses on the topics: E-commerce.
Citations
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01 Jan 2009
TL;DR: In this article, the authors report on the findings from multiple case studies of e-business projects in ERP enabled organizations, and the summation of these case studies is captured into a pattern of generalisations for the components of an established research model.
Abstract: Kalakota and Robinson (1999) state that “the creation and implementation of an e-business project is inextricably linked to the management of change” (p. 60). This requires systematic attention to learning processes, organisational culture, technology infrastructure, people and systems thinking. E-business change (eBC) is defined as the processes surrounding the effective management of different stages of online business development and growth. Guha, Grover, Kettinger, and Teng (1997) view this as an organisational initiative designed as a business project “to achieve significant breakthrough improvements in business performance” (p. 121). For example; cost reductions, responsiveness and flexibility, customer satisfaction, shareholder value, and other critical” e-business measures. Planning and managing such systems requires an integrated and multi-dimensional approach to the development of new e-business processes (Kumar & Crooks, 1999; Scheer & Habermann, 2000). Sharma (2004) recommend “a change management framework for e-business solutions” (pp. 54-69). This article reports on the findings from multiple case studies of e-business projects in ERP enabled organisations. The summation of the findings from four case studies is captured into a pattern of generalisations for the components of an established research model. Various patterns are developed as indicators of success, trends and variance that have implications for both research and practice. This suggests an improved model of eBC management, refined in terms of the relationships between the elements of the model. Such a model would represent a comprehensive tool, for assisting managers in diagnosing the key facilitators and inhibitors of successful e-business projects for B2B interaction.
6 citations
TL;DR: This article further analyzes the impact of changes in these two factors for manufacturers, retailers and channel' total revenue, with the purpose to provide decision-making reference for the enterprises' managers in the supply chain to develop optimal pricing strategies.
Abstract: This paper studies the subject of pricing decisions of online dual-channel based on hybrid decisions wherein a manufacturer introduces direct online marketing channels beyond the traditional online retail channels. The purpose is to study how to balance the interests of different online channels and maximize the overall efficiency of the channel. Having considered both online channels' satisfaction and the hidden costs of channel selection, by means of the demand function of both channels derived from a consumer utility and selection model, the author investigates the impacts of these two factors on the online dual-channel pricing decisions. This article also further analyzes the impact of changes in these two factors for manufacturers, retailers and channel' total revenue, with the purpose to provide decision-making reference for the enterprises' managers in the supply chain to develop optimal pricing strategies.
5 citations
18 Nov 2022
TL;DR: Kişi and Sharafizad as discussed by the authors have shown that entrepreneurship can both empower women in form of SMEs and alter power dynamics in the society, by building a stage where women can lead.
Abstract: The diffusion of technology has accelerated across the world, and while billions of people still lack access, information technology and communication technology (ICT) has reshaped the way in which individuals and people within companies interact. Woman entrepreneurship has been frequently seen as a pathway to independence and opportunity. Research has shown that entrepreneurship can both empower women in form of SMEs and alter power dynamics in the society, by building a stage where women can lead. The primary reasons for the rise of these leading women in the entrepreneurship economy and the growth of SME’s are the policies resulting from speculations in new knowledge, internationalization and global markets, and the developments in advanced ICTs (Sharafizad, Journal of Systems and Information Technology 18:331–345, 2016). Advanced ICT is an enabling technology that can go hand in hand with any wealth-generating operations that can, in turn, involve skill enhancement and create new business demands, and it is definitely a key solution for comprehensive growth starting from poverty elimination and women empowerment (Kişi, N. (2019). Portfolio Entrepreneurship and Strategic Decision Making in the Global Context. In Handbook of Research on Approaches to Alternative Entrepreneurship Opportunities (pp. 315–331)).
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01 Jan 2009
TL;DR: In this article, the authors report on the findings from multiple case studies of e-business projects in ERP enabled organizations, and the summation of these case studies is captured into a pattern of generalisations for the components of an established research model.
Abstract: Kalakota and Robinson (1999) state that “the creation and implementation of an e-business project is inextricably linked to the management of change” (p. 60). This requires systematic attention to learning processes, organisational culture, technology infrastructure, people and systems thinking. E-business change (eBC) is defined as the processes surrounding the effective management of different stages of online business development and growth. Guha, Grover, Kettinger, and Teng (1997) view this as an organisational initiative designed as a business project “to achieve significant breakthrough improvements in business performance” (p. 121). For example; cost reductions, responsiveness and flexibility, customer satisfaction, shareholder value, and other critical” e-business measures. Planning and managing such systems requires an integrated and multi-dimensional approach to the development of new e-business processes (Kumar & Crooks, 1999; Scheer & Habermann, 2000). Sharma (2004) recommend “a change management framework for e-business solutions” (pp. 54-69). This article reports on the findings from multiple case studies of e-business projects in ERP enabled organisations. The summation of the findings from four case studies is captured into a pattern of generalisations for the components of an established research model. Various patterns are developed as indicators of success, trends and variance that have implications for both research and practice. This suggests an improved model of eBC management, refined in terms of the relationships between the elements of the model. Such a model would represent a comprehensive tool, for assisting managers in diagnosing the key facilitators and inhibitors of successful e-business projects for B2B interaction.
6 citations
TL;DR: This article further analyzes the impact of changes in these two factors for manufacturers, retailers and channel' total revenue, with the purpose to provide decision-making reference for the enterprises' managers in the supply chain to develop optimal pricing strategies.
Abstract: This paper studies the subject of pricing decisions of online dual-channel based on hybrid decisions wherein a manufacturer introduces direct online marketing channels beyond the traditional online retail channels. The purpose is to study how to balance the interests of different online channels and maximize the overall efficiency of the channel. Having considered both online channels' satisfaction and the hidden costs of channel selection, by means of the demand function of both channels derived from a consumer utility and selection model, the author investigates the impacts of these two factors on the online dual-channel pricing decisions. This article also further analyzes the impact of changes in these two factors for manufacturers, retailers and channel' total revenue, with the purpose to provide decision-making reference for the enterprises' managers in the supply chain to develop optimal pricing strategies.
5 citations